LESSON 3: DECISION MAKING AND PROBLEM …

1 Chapter 3: Leading Situations 110 LESSON 3: DECISION MAKING and PROBLEM SolvingUnit 2: Leadership Theory and Application LESSON 3: DECISION MAKING AND PROBLEM solving INTRODUCTION PUTTING YOUR LEADERSHIP SKILLS IN PERSPECTIVE As we have indicated throughout your previous JROTC lessons, leadership is the process of influencing others by providing purpose, direction, and motivation while oper-ating to accomplish the mission and improving the organization. Purpose gives sub-ordinates a reason why they should do different things, sometimes under stressful circum-stances. Direction shows what must be done. Through motivation, leaders give subordinates the will to do everything they are capable of doing to accomplish a mission.

2 LEADERSHIP FRAMEWORK Recall the fundamentals of BE, KNOW, and DO. As you can clearly see, they are deeply embedded throughout the leadership framework illustrated below. The top of this framework shows the four categories of things that leaders must BE, KNOW, and DO. They are values, attributes, skills, and actions. The bottom lists the dimensions of leadership, grouped under these four categories. The dimensions consist of the seven values and 15 subcategories under attributes, skills, and actions. Leadership starts at the top, with the character of the leader, with your character. In order to lead others, you must first ensure your own house is in order.

3 Leadership begins with what the leader must BE, the values and attributes that shape a leader s character. It may be helpful to think of these as internal qualities: You possess them all the time. They define who you are. They are the same for all leaders, regardless of position, although you refine your understanding of them cohesive conjecture contingencies flexibility improving influencing intuitions non-judgemental objectivity operating PURPOSE As a leader, it is not enough to exemplify the leadership traits and principles and possess an appropriate leadership style, you must also know how to plan, identify and solve problems, make decisions, and super-vise. After being introduced to a leadership framework, you will then examine several variations of those processes deciding for yourself the best way to use them to get the job done and achieve excellence.

4 Chapter 3: Leading Situations Unit 2: Leadership Theory and Application 111 LESSON 3: DECISION MAKING and PROBLEM Solvingas you become more experienced and assume positions of greater responsibility. Your skills are those things you KNOW how to do your competence in everything from the technical side of your job to the people skills a leader requires. The skill categories apply to all leaders; however, as you assume positions of greater responsibility, you must master additional skills in each category. But, character and knowledge while absolutely necessary are not enough. You cannot be an effective leader until you apply what you know that is, until you act and DO what you must.

5 As with skills, you will learn more leadership actions as you serve in different leadership positions or opportunities. The leadership framework is a tool that will allow you to think about leadership as a whole. The dimensions each contain com-ponents that are all interrelated none stands alone. This framework will help you to put your job, your followers, and your unit into perspective. Think about it in this manner: APPROACHES TO DECISION - MAKING AND PROBLEM - solving A leader is expected to get the job done. To do so, he or she must learn to plan, analyze situations, identify and solve problems (or potential problems), make decisions, and set realistic and attainable goals for the unit.

6 These are the thinking or creative requirements of leadership and they set direction. These actions provide vision, purpose, and goal definition. They are your eyes to the future, and they are crucial to developing a disciplined, cohesive, and effective organization. DECISION - MAKING and PROBLEM - solving are basic ingredients of leadership. More than anything else, the ability to make sound, timely decisions separates a leader from a non-leader. It is the responsibility of leaders to make high-quality decisions that are accepted and executed in a timely fashion. Leaders must be able to reason under the most critical conditions and decide quickly what action to take.

7 If they delay or avoid MAKING a DECISION , this indecisiveness may create hesitancy, loss of confidence, and con-fusion within the unit, and may cause the task to fail. Since leaders are frequently faced with unexpected circumstances, it is impor-tant to be flexible leaders must be able to react promptly to each situation. Then, when circumstances dictate a change in plans, prompt reaction builds confidence in them. As a leader, you will make decisions involving not only yourself, but the morale and welfare of others. Some decisions, such as when to take a break or where to hold a meeting, are simple decisions which have little effect on others. Other decisions are often more complex and may have a significant impact on many people.

8 Therefore, having a DECISION - MAKING , PROBLEM - solving process can be a helpful tool. Such a process can help you to solve these different types of situations. Within business and the military today, leaders at all levels use some form of a DECISION - MAKING , PROBLEM - solving process. There are at least several different approaches (or models) for DECISION - MAKING and PROBLEM - solving . We will present three such approaches: The first, and most common, is the seven-step PROBLEM - solving , DECISION - MAKING process; the second is a more complex PROBLEM - solving BE a leader of character. Embrace the values and demonstrate the leader attri-butes. Study and practice so that you will have the skills to KNOW your job.

9 Then act DO what is right to achieve excellence. Chapter 3: Leading Situations 112 LESSON 3: DECISION MAKING and PROBLEM SolvingUnit 2: Leadership Theory and Application model; and the third is a simplified DECISION - MAKING process. SEVEN-STEP PROBLEM - solving , DECISION - MAKING PROCESS Having a logical thought process helps ensure that you will not neglect key factors that could influence the PROBLEM , and ultimately your DECISION . In fact, you should always apply a clear, logical thought process to all leadership situations that you encounter. The seven-step process is an excellent tool that can guide you in solving problems and MAKING those sound and timely decisions.

10 The seven steps are: 1. Identify (recognize/define) the PROBLEM . 2. Gather information (facts/assumptions). 3. Develop courses of action (solutions). 4. Analyze and compare courses of action (alternatives/solutions). 5. Make a DECISION ; select the best course of action (solution). 6. Make a plan. 7. Implement the plan (assess the results). Identify the PROBLEM Being able to accurately identify the nature of a PROBLEM is a crucial undertaking. All leadership problems, whether they involve a work-related situation or a counseling session, are exploratory in nature that is, leaders do not always identify the right cause of a PROBLEM or develop the best plan. In fact, two of the most common errors of leaders are identifying the wrong PROBLEM and identifying the wrong causes of a PROBLEM .